企业级DevOps实施指南：加速创新与高效交付

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"The DevOps Adoption Playbook" 是一本由 Sanjeev Sharma 著作的专业指南，专门针对企业在多速度 IT 环境中实施 DevOps 提供实践性、可操作且基于现实的建议。Sharma 在书中担任 IBM DevOps 实践的负责人，他深刻理解大型组织在实施 DevOps 时的独特需求、能力和限制，以及面临的挑战。这本书与大多数面向初创企业的 DevOps 文献不同，它专注于解决企业在大规模IT环境中如何成功转型的问题。在《DevOps采纳手册》中，作者探讨了以下几个关键章节： 1. 第一章：DevOps概览 - 介绍了DevOps的核心理念，包括开发和运维之间的协作，以及如何通过自动化和持续交付提高效率和质量。 2. 第二章：采用DevOps - 提供了一套实用步骤，帮助读者构建实施DevOps的战略，包括评估当前状态，设定目标，以及识别潜在障碍。 3. 第三章：构建业务案例 - 帮助企业论证DevOps转型的商业价值，强调如何通过减少成本、风险和提高产品质量来实现优化和创新。 4. 第四章：优化交付管道的DevOps策略 - 探讨如何改进软件开发生命周期，包括构建、测试、部署和监控，以实现更快的迭代速度。 5. 第五章：驱动创新的DevOps方法 - 鼓励通过快速实验推动组织的创新，确保在竞争中保持领先地位。 6. 第六章：为大型企业扩展DevOps - 分析如何在大型组织中规模化DevOps实践，确保在扩展的同时保持一致性与灵活性。 7. 第七章：引领企业内的DevOps采纳 - 提供领导层在推动DevOps文化变革和改变组织结构方面的指导。最后，附录中的案例研究提供了实际的DevOps采纳路线图，帮助企业了解并规划自己的DevOps旅程。这本书不仅适用于全球不同规模、行业和IT成熟度的企业，还强调了在追求速度的同时，如何保持高质量，实现传统业务目标的超越。《DevOps Adoption Playbook》是一本不可或缺的工具，帮助企业掌握DevOps对IT组织的全面影响，以低成本、低风险的方式实现高价值的创新和优化。

Contents

xxii

Appendix Case Study: Example DevOps Adoption

Roadmap

..................................... 331

Organization Background ................................331

Roadmap Structure.....................................332

DevOps Optimization and Innovation Workshop ........... 333

Background and Context .............................334

Adoption Roadmap ....................................336

Business Drivers ....................................336

Existing IT Initiatives ................................ 337

Bottlenecks .......................................338

Root Causes .......................................340

DevOps Practices ...................................341

Roadmap Adoption.................................346

Index ........................................ 347

Introductio n

xxiv

most importantly, they execute it. My alma mater, Villanova University, won

the national championship when it came down to the ﬁnal play, with seconds

on the clock, because they had plays they had practiced before. They read the

situation, picked the right play, and executed with precision to win. Had they

not had the play that would catch North Carolina off guard, there may have

been a different outcome.

In the same way, IT organizations need plays to execute. For day-to-day

application delivery and operations, these so-called plays are captured in their

development, delivery, and operational processes. IT organizations that suc-

ceed have good processes and execute them with excellence. However, trans-

forming IT organizations is another story. Most organizations struggle with

transformations, not having well-deﬁned, winning plays that can overcome

cultural and organizational inertia. This book captures a set of proven, repeat-

able plays for adopting DevOps at the enterprise scale and for transforming a

large, complex, distributed IT organization to adopt DevOps.

These plays come from my experience over several years in the trenches

as I helped dozens of organizations, of myriad sizes and maturity levels, in a

variety of industries and geographical locations, to adopt DevOps. Since the

early days of DevOps, as the Worldwide CTO of DevOps Technical Sales and

Adoption at IBM, I have had a front-row seat to see the evolution and matura-

tion of DevOps from a set of practices pioneered by startups to a cultural and

technological transformation effort in large enterprises. I was a pioneer and

thought leader for DevOps at IBM, and I became the face of DevOps to IBM’s

clients. This book distills patterns of success that I have observed among

hundreds of clients working, struggling, and succeeding at adopting DevOps

at organization or enterprise-wide scale.

Adopting DevOps in a small, co-located organization, without a lot of cul-

tural memory, is not difﬁcult. Even in large organizations, small teams—

the proverbial two-pizza

teams—regularly succeed at attaining the business

results promised by DevOps. In most organizations, you see many such efforts

made, and most succeed. It is taking that success from an individual, isolated

team level and scaling it to an enterprise that is a challenge. It is like hav-

ing a series of small dance squads around the organization. However, these

dance squads are all unique; some are doing the salsa, some jazz, some are

ballroom dancing, while yet others are doing something my daughter tells me

Amazon CEO Jeff Bezos claims that a team that cannot be fed with two pizzas is too big to

be a productive team.

Introductio n

xxv

is “hip-hop.” They cannot combine and grow to a massive dance ensemble that

can perform at the next halftime show, ﬁlling up the entire paying ﬁeld of a

football stadium. For that they need to be dancing not only to the same music

but also be performing the same dance form, in unison. Similarly, small unique

teams cannot impact the entire organization. These teams need to make the

effort to standardize practices, processes, platforms, and tools in order to allow

them to be replicated in other parts of the organization.

The organization, in turn, needs to set the right environment for DevOps

adoption by sponsoring transformation efforts, by enabling change to rigid

legacy processes, and by a top-down push to overcome cultural inertia.

NOTE A bottom-up practitioner-led effort allows extremely produc-

tive individual teams to adopt DevOps and thrive. A top-down executive

leadership-led effort enables these individual successes to scale.

The engagement of the business is imperative for these scaling efforts to

succeed. IT organizations exist to deliver the capabilities a business needs in

order to deliver business value to its customers. The business is asking the IT

organization for optimization—to be more agile, to be resilient to change, to

be more responsive, to do more with less, to be more productive, to increase

throughput, to deliver faster, to deliver at higher quality, to be reactive to the

market, to accelerate past the competition, to keep up with an ever-changing

regulatory and compliance regime, and, yes, to reduce expenses.

In addition, it may also be asking for innovation—to allow the company

to enter new markets, to enable exponential growth, to engage and grow the

customer base, to be responsive to customers’ needs, and, again, to reduce

expenses. Delivering on these asks (hopefully not all of them at the same time)

is what drives the need for change. It is what creates the motivation to work

toward achieving the beneﬁts that come from adopting DevOps.

NOTE You do not just adopt DevOps because it is cool. You need to have

a business reason. The need for agility or velocity is the number-one reason

that DevOps exists. The maturing and wide adoption of DevOps over the

last few years is a reﬂection of today’s dynamic marketplace, of customers’

expectations.

Thus, in order for IT to undergo a transformation, this change has to

improve and enhance IT’s ability to deliver business capabilities in a manner

xxvi

Introductio n

that, in turn, improves and enhances the business value delivered. Proper

partnering between the business and IT is imperative so that the transforma-

tion IT undergoes by adopting DevOps delivers what the business needs the

most by properly balancing optimization and innovation. Business goals have

to drive why IT transforms, which will in turn drive how IT transforms.

This book will categorize DevOps adoption plays as follows:

■ DevOps for optimization

■ DevOps for innovation

■ Scaling DevOps adoption for the enterprise

■ Driving DevOps transformation in the enterprise

It will include lessons learned, examples, success patterns, and anti-

patterns for each adoption play. Like a sports playbook, this book is designed

to deliver certain plays that can be executed for different scenarios and

situations—depending upon your organization’s current maturity and state—

when it comes to transforming to a high-performance application delivery

organization by adopting DevOps. An organization will need to take those

plays and execute them in a tactical manner, based on the projects and teams

that are adopting DevOps. Just as no battle plan ever survived contact with the

enemy, these plays will need to be executed with an action plan or a broader

adoption roadmap designed for each organization.

Furthermore, no organization is monolithic or homogenous in nature. Some

parts of the organization may be more mature in some areas, but less mature in

others. Some teams and groups may have already achieved agility and velocity,

whereas others may be experiencing tremendous cultural inertia, all within

the same organization, sometimes in the same building; they all need to work

together in order to get scale.

An organization may have an innovation lab that is using modern agile and

DevOps practices, while core systems teams may still be delivering in a rigid

waterfall manner. Thus, these patterns of adoption will apply differently to

different parts of the same organization and will need to be customized to

suit the needs of various teams. To help with this customization effort, this

book will also apply the technique of value stream mapping, used for decades

as a component of Lean practices, that can be used to develop a custom adop-

tion roadmap from these plays for an organization’s business goals, current

maturity, and capabilities.

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